Contents
Literature week 1................................................................................................................................3
Chapter 5 HRM and performance: achievements and challenges..........................................................3
Chapter 6: The contextual SHRM framework.........................................................................................9
West - Reducing patient mortality in hospitals: The role of human resource management................14
Subramony – A meta-analytic investigation of the relationship between HRM bundles and firm
performance.........................................................................................................................................18
Lepak – Examining the Human Resource Architecture: The Relationships Among Human Capital,
Employment, and Human Resource Configurations.............................................................................22
Literature week 2..............................................................................................................................26
Daly – The importance of the clinical leadership in the hospital setting..............................................26
Derue – Trait and behavioural theories of leadership: an integration and meta-analytic test of their
relative validity.....................................................................................................................................30
Northouse - Leadership: Theory and practice......................................................................................35
Visser - How leader displays of happiness and sadness influence follower performance: Emotional
contagion and creative versus analytical performance........................................................................45
Liewellyn – Two-way Windows: Clinicians as Medical Managers.........................................................49
Berghout - Medical leaders or masters? - A systematic review of medical leadership in hospital
settings.................................................................................................................................................52
Burke - What type of leadership behaviors are functional in teams? A meta-analysis.........................56
Literature week 3..............................................................................................................................61
Lemieux-Charles - What Do We Know about Health Care Team Effectiveness? A Review of the
Literature..............................................................................................................................................61
West - Illusions of team working in health care....................................................................................65
Reeves - Interprofessional collaboration in the hospital: strategies and meanings..............................68
Buljac - Are real team healthy teams?..................................................................................................70
Edmonson - Speaking up in the Operating Room: how team leaders promote learning in
interdisciplinary action teams..............................................................................................................74
Frankel - Fair and just culture, team behavior and leadership engagement: the tools to achieve high
reliability...............................................................................................................................................79
Rodriquez - Who is on the medical team?: Shifting the boundaries of belonging on the ICU..............85
Literature week 5.................................................................................................................................87
Waring - Managing expert knowledge: organizing challenges and managerial futures for the UK
medical profession...............................................................................................................................87
Noordegraaf – Reconfiguration of professional work in changing Public Services...............................95
Powell - The struggle to improve patient care in the face of professional boundaries.........................98
Bosk - All things twice, first tragedy then farce. Lessons from a transplant error..............................101
,Martiminiakis - Sociological interpretations of professionalism.........................................................104
Oude Vrielink - Bounded professionalism Why self-regulation is part of the problem......................107
Levay - Professions and the pursuit of transparency in healthcare: two cases of soft autonomy......111
Literature week 6...............................................................................................................................115
Ogbonnaya - Employee performance, well‐being, and differential effects of human resource being, and differential effects of human resource
management subdimensions: Mutual gains or conflicting outcomes?...............................................115
Sonnentag - Being engaged at work and detached at home: A week-level study on work engagement,
psychological detachment, and affect................................................................................................120
Colquitt - Organizational Behavior: Improving Performance and Commitment in the Workplace.....125
Buljac - Interventions to improve team effectiveness: a systematic review.......................................134
Van Wingerden - Facilitating interns’ performance: The role of job resources, basic need satisfaction
and work engagement........................................................................................................................136
Guest - Human resource management and employee well ‐being, and differential effects of human resource being: Towards a new analytic framework
............................................................................................................................................................139
,Literature week 1
Chapter 5 HRM and performance: achievements and challenges
5.1. Introduction
Human resource management (HRM) and performance has a new way of thinking about how
people are managed in organisations with commensurate organisation goals.
HRM described as: ‘Moving away from personal management to a new way of managing
people, which involved closer association to corporate strategy and business priorities.’ This
means that there is more involvement of line management, and an increasing focus on HRM
outcomes such as commitment, quality and flexibility, which need to lead to improved job
performance. HRM could be used more cost-effectively.
Significant positive association is be evidenced for HR system sophistication and market
value per employee among a range of publicly firms in the USA.
Many challenges are still facing the field, such as missing elements; inappropriate theorizing
with respect to HRM and performance concepts and a lack of insight in the underlying
mechanisms and processes that explain why HRM practices and systems contributes to
performance (the ‘black box’ phenomenon).
5.2. Achievement to date
Pauwe and Richardson’s started to clarify the difference between HRM and outcomes (e.g.
satisfaction, motivation, turnover) and organisation outcomes (e.g. productivity, customer
satisfaction, sales, profit). There was a need for a greater conceptual clarity and theorizing in
the HRM and performance relationship; by asking questions ‘What does performance HRM
mean?’ and ‘What is the level of analysis?’ This gave rise to the ‘black box’ problem: What
are the mechanisms that help to explain the link between HRM practices and policies on the
one hand and organisation performance on the other? HRM outcomens can in turn influence
organisation outcomes.
HRM is conceptualised in terms of carefully designed combinations of such practices geared
towards improving organisational effectiveness and hence better performance outcomes.
Much though of the empirical HRM research in its ‘systems’ form has been found to matter
(in a positive sense) for organisational performance.
3 levels of outcomes:
- Financial (e.g. profit, sales, market share).
- Organisational (e.g. output measures such as productivity, quality, efficiency)
- HRM (e.g. employee attitudes and behaviours, such as satisfaction, commitment,
intention to quit).
, Profit is the most common followed by various measures of sales. Financial indicators can be
influenced by a whole range of factors (internal and external to the organisation) that have
nothing to do with employees and their related skills or with the human capital pool. The
distance between some performance indicators (e.g. profit, market value) and HRM
interventions can be too large and is potentially subject to other business interventions (e.g.
research and development activities, marketing strategies, economic trends). We need
performance indicators far more proximal that HRM practices can directly affect, such as
changes in employee attitudes (motivation, commitment, trust) and behaviour (turnover,
absence), associated with subsequent changes in outcomes at organisational level (e.g.
productivity, quality of services and/or products).
Productivity as a more proximal indicator is the most common and popular variable among
organisational outcomes, followed by product and service quality.
As far as employee attitude and behaviours are concerned, the most commonly used are
employee turnover and absenteeism.
Subjective attitudinal measures of performance include job satisfaction, commitment,
trust in management, and negative outcomes as stress and job-home spill over.
Existing evidence for a relationship between HRM and performance should be treated with
caution because of small effect size (19/25 studies) with a statistically significant positive
relationship between HRM practices and performance.
Higher performance work practices have a higher impact on performance than individual
practices. Production outcomes among services are heavily influenced by customers’ ability
and willingness to participate.
HRM bundles and aimed at testing the value of bundling HRM practices on the basis of their
empowerment, motivation and skill-enhancing effects.
Mechanisms between HRM systems and both proximal outcomes (human capital and
motivation) and distal outcomes (turnover, operational performance such as labour
productivity, and financial performance). By including human capital and motivation as
mediating variables, research proved HRM is associated with different organisational
outcomes.
